Job titles and descriptions within our industry reflects an identity shift. Training managers might now be performance consultants, the former VP of learning and development might have morphed into a chief learning officer. Today’s ideal talent professionals are partners and trusted advisors. The word “training,” so synonymous with development functions of the past, is now understood to be a limited view of the real function of a talent professional, to drive behaviors that lead to desired business results. Roles within the talent development discipline are reflecting the impact of globalization and technology, and demand a level of business acumen not previously required of a skilled facilitator. Towers Watson claims that 65 percent of children entering primary school today will ultimately end up working in completely new job types that don’t yet exist. To maintain relevancy in an ever-evolving landscape of learning needs, we must update our own skills more than ever before.